digital mindshift: open leadership (dieter zirnig)

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Do you want to get (more) active within Social Media as a company or are you already out there? What about your related ressources and the expertise of your employees? Are you already fit for the digital future? And have you ever heard about "Open Leadership"?More on http://digitalmindshift.com

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  • 1.Open Leadershipsummary and conclusions of charlene lis bookpart one
    Dieter Zirnig
    Digital Strategy

2. Dieter Zirnig, Vienna/Austria
Digital Strategy Team (Scott Berg, Larry Nelson)
Digital Ecosystem
Defining and Executing Social Media
f.e. Facebook (85 % coverage in EMEA)
dieter.zirnig@hp.com
@sugarmelon
Open Leadership
Welcome to this serie of presentation
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
3. Digital Strategy at HP dedicated teams, which drive Social Media
Digital Ecosystem at HP: Twitter, Facebook, Youtube, Blogs, etc
Social Networks
Digital Mindshift
(New) Team- and Groupbehaviours, Skills and Leadership-Methods
I find Open Leadership from Charlene Li as one of the best books in direction of Social Media and Business at the moment
Open Leadership
Why?
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
4. Most of the content in this presentation is used from Charlene Lis Book Open Leadership
Open LeadershipHow Social Technology can transform the way you leadCharlene LiISBN 978-0-470-59726-2
http://www.amazon.com/Open-Leadership-Social-Technology-Transform/dp/0470597267
Open Leadership
Transform the way you lead
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
5. Open LeadershipThe upside of giving up controlpart one
Dieter Zirnig
Digital Strategy
6. Open Leadership
Why giving up Control is Inevitable
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
7. Open Leadership
Part I: The Upside of Giving up Control
The Ten Elements of Openness

  • Introduction

8. The Ten Open Elements 9. Open Information Sharing 10. Explaining 11. Updating 12. Conversing 13. Open Mic 14. Crowdsourcing 15. Platforms 16. Open Decision Making 17. Centralized 18. Democrativ 19. Consensus 20. DistributedWhy Giving Up Control Is Inevitable

  • The new Culture of Sharing

21. Going Public 22. Saying Goodbye to Control 23. Letting go to build relationships 24. The Leaders dilemma 25. The new rules of Open Leadership 26. Action Plan 27. The Ten Elements of OpenessBased on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
28. Open Leadership
Why Giving Up Control Is Inevitable United Airlines
Dave Carroll
Musician
United Airlines passenger
He looked out of the plane window and could not believe, what he saw: Baggage handlers tossing suitcases, sometimes dropping them on the ground. Among the items were guitar cases also his guitar was thrown back and forth.
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
29. Open Leadership
Why Giving Up Control Is Inevitable United Airlines
Dave Carroll claimed at the airport with no success
Reparation of guitar: 1.200 US-$
What would you do, if you are a musician and deeply frustrated?
Right! Dave Carroll wrote a song about his experience: United Breaks Guitar and posted it on YouTube (July 7, 2009).
over 7.000.000 YouTube visits end of 2009
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
30. Open Leadership
Why Giving Up Control Is Inevitable United Airlines
United Airlines was aghast and reached immediately out to Carroll.
Dave Carroll
Carrolls biggest desire was to have Uniteds baggage damage policy changed.
What happened and let us understand this better.
United Airlines listened and then changed a couple of the policies almost immediately.
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
31. Dave Carroll
Open Leadership
Why Giving Up Control Is Inevitable United Airlines
United Airlines was aghast and reached immediately out to Carroll.
Carrolls biggest desire was to have Uniteds baggage damage policy changed.
What happened and let us understand this better.
Think about: How are our HPs customers acting outside? What are the topics on Facebook, Blogs, Forums, Twitter. Are you covering them, do you listen and act?
United Airlines listened and then changed a couple of the policies almost immediately.
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
32. Open Leadership
The new culture of Sharing
Whats really going on here?

  • There is a fundamental shift in power.

33. Individuals can broadcast their views to the worldThis Digital Mindshift has come about three trends
More people online
The Widespread use of Social Sites
The Rise of Sharing
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
34. Open Leadership
The new culture of Sharing
1.More people online

  • More than 1.7 billion people are globally active on the Internet

35. 6.8 % in Africa, 19.4 % in Asia, 74.2 % in North AmericaBased on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
36. Open Leadership
The new culture of Sharing
2.The Widespread use of Social Sites

  • September 2006: 32 % of all active Internet User watched a video clip online

37. October 2009: The number grew up to 83 % 38. Social Networking from 27 % of global online user to 63 % (18-54 years)Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
39. Open Leadership
The new culture of Sharing
3.The rise of Sharing

  • The last years have been dominated by a culture of sharing

40. Sharing gets cheaper, faster and easier and scalable 41. Updating status on Facebook and Twitter access from everywhere 42. Creating a podcast via Telephone servicesBased on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
43. Open Leadership
Going public

  • New ways to empower customers and to collaborate

44. Problems, that once were resolved through private channels like phone calls and emails are now played out in public 45. Never could control, what people said over their backyard 46. Claiming about your job: Get the inside scope on glassdoor.com 47. Employees anonymously review companies and their leadership, titles and salaries in effort to help others who may be negotiating a job or raise Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
48. Open Leadership
Saying goodbye to control

  • Business leaders are

49. terrified about the power of Social technologies. 50. intrigued and excited about new opportunities 51. Leaders like the idea of hearing what their customers are saying 52. People start to work with Social Technologies and doing well other fail 53. There is neither typical rhyme nor reason in these successes or failures 54. Size of the company, industry, prior experiences with social technologiesBased on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
55. Open Leadership
Saying goodbye to control

  • The biggest indicator of success has been an open mindset

56. Ability of leaders to let go of control at the right time, in the right place and in the right amount. 57. First step: Recognizing, that you are not in control 58. Your customers, employees and partners areIf you are among the many executives who long for the good ol days when rules and roles were clear, indulge yourself in that kind of thinking for just a few more minutes then its time to get to work.
Charlene Li
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
59. Open Leadership
Letting go to build relationships

  • Do you think, that engaging with these newly empowered people is too risky, that your organization isnt ready to deal with unruly mobs?

60. Giving up control proactivly means regaining semblance of controlIt is one thing for customers to be aiming a gun at me. It is another thing to inivte them onto my site and hand them the gun myself.
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
61. Open Leadership
Letting go to build relationships

  • It seems counterintuitive, but the act of engaging with people, of accepting that they have power, can actually put you in a position to counter negative behaviour.

62. In fact: its the only chance you have of beeing able to influence the outcome.At a time, when customers and employees are redefining how they make and maintain relationshps with social technologies, its high time that organizations rething the foundations of business relationships as well
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
63. Open Leadership
Letting go to build relationships
Think about: the most fulfilling relationship you have in your personal life.

  • Do you control it?

64. Do you dictate the terms and expect the other person to follow you blindly? 65. Or do you continually invest time and hard work and endure many trials to grow and develope that relationship?Business is no different it too is built on relationships.
Leadership is defined by the relationship crafted between a leader and the people who decide to follow that person.
?
Based on Open Leadership, Charlene Li, ISBN 978-0-470-59726-2
66. Open Leadership
Letting go to build relationships
Think about: In terms of relationships how much control do you truly have?

  • You cant make customers buy your products (contrary to what your marketing-departement may think)

67. You cant make your employees support a strategy 68. They can simply act in a passive-aggressive manner and choose not to followFace it youre not in control and probabl