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Open Leadership: How Social Technology Can Transform The Way You Lead

Book Description

An essential guide for leaders who want to use social media to be "open" while maintaining control

"Be Open, Be Transparent, Be Authentic" are the current leadership mantras-but companies often push back. Business is premised on the concept of control and yet the new world order demands openness-leaders do not know how to be open and be in control. This must-have resource will help the modern leader understand how to lead in the new open world-where blogging, twittering, facebooking, and digging are becoming the norm. the author lays out the steps that leaders must take to transform their organizations and themselves into being "open" -and exactly what that will mean.

  • Shows how to use social media to become an open organization

  • Offers basic advice for leaders who are adapting to the new era of openness in the marketplace

  • The author Charlene Li is one of the foremost experts on social media and technologies

In easy-to-understand language, this book will help leaders orient themselves to social networking and other technological advances. --This text refers to the Kindle Edition edition.

Table of Contents

  1. Copyright
  2. INTRODUCTION
    1. THE PURPOSE OF THIS BOOK
    2. GREATER OPENNESS IS INEVITABLE
    3. WHAT'S IN THE PAGES AHEAD
    4. BEGINNING THE JOURNEY
  3. I. THE UPSIDE OF GIVING UP CONTROL
    1. 1. WHY GIVING UP CONTROL IS INEVITABLE
      1. 1.1. THE NEW CULTURE OF SHARING
      2. 1.2. GOING PUBLIC
      3. 1.3. SAYING GOODBYE TO CONTROL
      4. 1.4. LETTING GO TO BUILD RELATIONSHIPS
      5. 1.5. MOVING THE NEW RELATIONSHIPS FORWARD
      6. 1.6. YOU'VE SEEN IT ON AN INTERNATIONAL SCALE
      7. 1.7. THE LEADER'S DILEMMA
      8. 1.8. THE NEW RULES OF OPEN LEADERSHIP
    2. 2. THE TEN ELEMENTS OF OPENNESS
      1. 2.1. THE CONTRADICTORY NATURE OF OPENNESS
      2. 2.2. THE TEN OPEN ELEMENTS
      3. 2.3. OPEN INFORMATION SHARING
        1. 2.3.1. EXPLAINING: CREATING BUY-IN
        2. 2.3.2. UPDATING: CAPTURING KNOWLEDGE AND ACTIONS
        3. 2.3.3. CONVERSING: IMPROVING OPERATIONS
        4. 2.3.4. OPEN MIC: ENCOURAGING PARTICIPATION
        5. 2.3.5. CROWDSOURCING: SOLVING A SPECIFIC PROBLEM TOGETHER
        6. 2.3.6. PLATFORMS: SETTING STANDARDS AND SHARING DATA
      4. 2.4. OPEN DECISION MAKING
        1. 2.4.1. CENTRALIZED
        2. 2.4.2. DEMOCRATIC
        3. 2.4.3. CONSENSUS
        4. 2.4.4. DISTRIBUTED
  4. II. CRAFTING YOUR OPEN STRATEGY
    1. 3. OBJECTIVES DETERMINE HOW OPEN YOU WILL BE
      1. 3.1. WHAT ARE YOU TRYING TO ACCOMPLISH?
      2. 3.2. LEARN: INVOLVING THE WHOLE ORGANIZATION
        1. 3.2.1. COMMUNITIES SUPPLEMENT FOCUS GROUPS
        2. 3.2.2. WHAT MAKES OPEN LEARNING HARD
      3. 3.3. DIALOG: GETTING PEOPLE TALKING
        1. 3.3.1. UNDERSTANDING THE NEW NATURE OF ENGAGEMENT
        2. 3.3.2. USING THE ENGAGEMENT PYRAMID
        3. 3.3.3. OPENING UP DIALOG: EVERYONE'S A MARKETER
      4. 3.4. SUPPORT BECOMES PROACTIVE AND INTEGRATED
        1. 3.4.1. INTEGRATING SUPPORT
      5. 3.5. INNOVATE: MOVING CROWDSOURCING INTO THE ORGANIZATION
      6. 3.6. THE OBJECTIVES AND YOUR STRATEGIC GOALS
      7. 3.7. THE APPLE FACTOR
    2. 4. UNDERSTANDING AND MEASURING THE BENEFITS OF BEING OPEN
      1. 4.1. THE BENEFITS OF OPEN LEARNING
        1. 4.1.1. CHANGING MINDS WITH CUSTOMER VOICES
        2. 4.1.2. BUILDING EMPLOYEE UNDERSTANDING
        3. 4.1.3. MEASURING THE BENEFITS OF LEARNING
      2. 4.2. THE BENEFITS OF OPEN DIALOG
        1. 4.2.1. DRIVING SALES
        2. 4.2.2. DRIVING BUZZ
        3. 4.2.3. MEASURING ENGAGEMENT
        4. 4.2.4. REPUTATION PROTECTION
        5. 4.2.5. MEASURING THE BENEFITS OF DIALOG
      3. 4.3. THE BENEFITS OF OPEN SUPPORT
        1. 4.3.1. ANSWERING QUESTIONS IN ADVANCE
        2. 4.3.2. THE INTERNAL BENEFITS OF SUPPORT
        3. 4.3.3. MEASURING THE BENEFITS OF SUPPORT
      4. 4.4. THE BENEFITS OF OPEN INNOVATION
        1. 4.4.1. NEW METRICS FOR NEW RELATIONSHIPS
        2. 4.4.2. THE ULTIMATE METRIC
    3. 5. STRUCTURING OPENNESS WITH SANDBOX COVENANTS
      1. 5.1. WHY STRUCTURE IS NEEDED
        1. 5.1.1. DEFINING YOUR ORGANIZATION'S SANDBOX
        2. 5.1.2. USING COVENANTS TO BUILD TRUST
        3. 5.1.3. THE CONTRADICTION OF STRUCTURING OPENNESS
      2. 5.2. CREATING SOCIAL MEDIA GUIDELINES FOR EMPLOYEES
        1. 5.2.1. INTRODUCTION: SETTING THE STAGE
        2. 5.2.2. THE PURPOSE OF GUIDELINES
      3. 5.3. GUIDELINES: PROVIDING GUARDRAILS FOR ENGAGEMENT
      4. 5.4. BEST PRACTICES AND HOW-TOS SET EXPECTATIONS
      5. 5.5. OVERSIGHT AND CONSEQUENCES: WHEN MANAGEMENT GETS INVOLVED
        1. 5.5.1. ADDITIONAL RESOURCES
      6. 5.6. AN EXAMPLE OF EMPLOYEE GUIDELINES IN ACTION
      7. 5.7. INVITING CUSTOMERS INTO A COVENANT
      8. 5.8. CODES OF CONDUCT AND DISCLOSURE POLICIES
      9. 5.9. DEALING WITH THE LEGAL DEPARTMENT
      10. 5.10. SOME LAST WORDS OF ADVICE
    4. 6. ORCHESTRATING YOUR OPEN STRATEGY
      1. 6.1. CREATE THE SOCIALGRAPHIC PROFILE
      2. 6.2. IDENTIFY KEY WORKFLOWS AND STAKEHOLDERS
        1. 6.2.1. TRIAGE
        2. 6.2.2. IDENTIFY THE STAKEHOLDERS MOST AFFECTED
      3. 6.3. ORGANIZATIONAL MODELS FOR OPENNESS
        1. 6.3.1. ORGANIC
        2. 6.3.2. CENTRALIZED
        3. 6.3.3. COORDINATED
      4. 6.4. CHOOSING AND TRANSITIONING ORGANIZATIONAL MODELS
      5. 6.5. ASSIGNING ROLES AND RESPONSIBILITIES
      6. 6.6. THE NEED FOR TRAINING AND INCENTIVES
  5. III. OPEN LEADERSHIP: REDEFINING RELATIONSHIPS
    1. 7. OPEN LEADERSHIP: MIND-SETS AND TRAITS
      1. 7.1. THE DIMENSIONS OF OPEN LEADERSHIP
      2. 7.2. THE OPTIMISTIC LEADER
        1. 7.2.1. THE IMPORTANCE OF CURIOSITY
        2. 7.2.2. THE IMPORTANCE OF HUMILITY
      3. 7.3. THE COLLABORATIVE LEADER
      4. 7.4. THE OPEN LEADERSHIP ARCHETYPES
        1. 7.4.1. THE OPEN LEADERSHIP ASSESSMENT
        2. 7.4.2. HOW THE ARCHETYPES SUPPORT EACH OTHER
    2. 8. NURTURING OPEN LEADERSHIP
      1. 8.1. THE TRUTH BEHIND AUTHENTICITY
      2. 8.2. TRANSPARENCY IS NOT ABOUT SHOW-AND-TELL EVERYTHING
      3. 8.3. SUPPORTING OPEN LEADERSHIP WITH TECHNOLOGY
      4. 8.4. OPEN LEADERS AS CATALYSTS
        1. 8.4.1. CREATING SHARED GOALS AND A SHARED VISION
        2. 8.4.2. DEVELOPING OPEN LEADERS
          1. 8.4.2.1. Finding Your Open Leaders
        3. 8.4.3. LEADING OPEN LEADERS
        4. 8.4.4. HIRING OPEN LEADERS
          1. 8.4.4.1. Training Your Company's Open Leaders
        5. 8.4.5. CREATING A CULTURE THAT SUPPORTS BEING OPEN
        6. 8.4.6. REMOVING BARRIERS TO BEING OPEN
          1. 8.4.6.1. Convincing the Curmudgeon
        7. 8.4.7. ENCOURAGING RISK TAKING AND SPEEDING RECOVERY FROM FAILURE
    3. 9. THE FAILURE IMPERATIVE
      1. 9.1. BUILDING THE TRUST THAT COMES FROM FAILURE
        1. 9.1.1. GOOGLE'S AMAZING FAILURE MACHINE
        2. 9.1.2. ACKNOWLEDGE THAT FAILURE HAPPENS
        3. 9.1.3. ENCOURAGE DIALOG TO FOSTER TRUST
        4. 9.1.4. SEPARATE THE PERSON FROM THE FAILURE
        5. 9.1.5. LEARN FROM YOUR MISTAKES
      2. 9.2. STRUCTURE YOUR RISK-TAKING AND FAILURE SYSTEMS
        1. 9.2.1. CONDUCTING POST-MORTEMS
        2. 9.2.2. PREPARING WITH WORST-CASE SCENARIOS
        3. 9.2.3. BUILDING IN RESPONSIVENESS
        4. 9.2.4. PREPARING FOR THE PERSONAL COSTS OF FAILURE
    4. 10. HOW OPENNESS TRANSFORMS ORGANIZATIONS
      1. 10.1. STATE BANK OF INDIA: MAKING THE ELEPHANT DANCE
      2. 10.2. CISCO: ORGANIC GROWTH OF COLLABORATION TAKES TIME
      3. 10.3. BEST BUY: RELEASING THE PASSION OF ZEALOTS
      4. 10.4. PROCTER & GAMBLE: STRUCTURING OPENNESS
      5. 10.5. DELL: WHERE DIRECT DRIVES THE CULTURE
      6. 10.6. U.S. DEPARTMENT OF STATE: TRANSFORMING DIPLOMACY
  6. ENDNOTES
    1. INTRODUCTION
    2. CHAPTER ONE
    3. CHAPTER TWO
    4. CHAPTER THREE
    5. CHAPTER FOUR
    6. CHAPTER FIVE
    7. CHAPTER SIX
    8. CHAPTER SEVEN
    9. CHAPTER EIGHT
    10. CHAPTER NINE
    11. CHAPTER TEN
  7. ACKNOWLEDGMENTS
  8. THE AUTHOR
    1. AUTHOR'S WORK WITH CLIENTS
    2. OPEN LEADERSHIP RESOURCES...FREE
    3. A SPECIAL OFFERING: Introduce Open Leadership To Your Organization
    4. OPEN LEADERSHIP: TRANSFORM THE WAY YOU LEAD WITH SOCIAL TECHNOLOGIES
  9. ADDITIONAL READING RECOMMENDATIONS