Digital Leadership
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@BrightCultures Digital Leadership Enhancing capability, engagement and performance
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Transcript of Digital Leadership
@BrightCultures
Digital Leadership
Enhancing capability, engagement and performance
@BrightCultures
Hello! • 15 years combined experience of digital
consultancy
• Directors at BrightCultures and Associates at NixonMcInnes
• Specialists in Financial Services
• Wide experience of social media strategy design and implementation
• Focus on people, leadership and culture
• Facilitative approach, using art of hosting techniques
• Bloggers, published writers, speakers
@BrightCultures
What’s your leadership challenge?
@BrightCultures
Some of the organisations we’ve worked with
@BrightCultures
Today
• Leadership today • A model for a new approach • Making this real • What gets in the way • Getting started
@BrightCultures
V U C A
olatile ncertain omplex mbiguous
@BrightCultures
Adaptive firms
“Adaptive firms can adjust and learn better, faster, and more economically than their peers, giving them an “adaptive advantage.” (Reeves, M. & Love, C., 2012)
@BrightCultures
Leaders vs. leadership
@BrightCultures
A model for a new approach
Credit: @jennilloyd http://www.thepurposelab.uk/
@BrightCultures
Hero vs. host
“Leaders-as-hosts know that people willingly support those things they’ve played a part in creating — that you can’t expect people to ‘buy-in’ to plans and projects developed elsewhere.
Leaders-as-hosts invest in meaningful conversations among people from many parts of the system as the most productive way to engender new insights and possibilities for action.
They trust that people are willing to contribute, and that most people yearn to find meaning and possibility in their lives and work. And these leaders know that hosting others is the only way to get complex, intractable problems solved.”
(Wheatley, M. and Frieze, D. 2010)
@BrightCultures
Activity: Round 1
What is the role and the qualities of
leadership in a VUCA World?
@BrightCultures
Characteristics
• Lead from the edge • Conversations rather than instructions • Shared values and beliefs • Honesty and a desire for the common good rather than self-interest, secrecy and spin
@BrightCultures
Activity: Round 2
What could you do to make these behaviours the
norm?
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Who’s doing this well?
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Orbit Housing - Participation
http://www.nixonmcinnes.co.uk/wp-content/uploads/2013/11/White-paper-Designing-a-social-digital-business-Orbits-story.pdf
@BrightCultures
HSBC - Listening & empowering
@BrightCultures
Metro Bank - Connection
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Embracing failure
http://www.inc.com/magazine/201311/leigh-buchanan/nixonmcinnes-innovation-by-celebrating-mistakes.html
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Breaking habits
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How Do Something Different works
Each participant (Do-er) completes online diagnostics to establish personal competencies, behaviours and habits
Small tasks (Do’s) are sent by text and email tailored to the individual and the Institute’s programme goals
Online diagnostics at the end of the programme measure change for the individual and the Institute
Do-ers can post their feedback in their Do Zone and share experiences with other Do-ers on their programme
@BrightCultures
What kind of results do we get?
These were just some of the shifts recorded in Post-Do analysis for an Agility programme with a global FMCG manufacturer:
Level of confidence
To what extent do you look for new ways of doing things?
How often to you look for new people to collaborate with?
Invite Others Give Honest Feedback
Make Effort To Fully Understand About Other Roles
28.4%
6.1%
7.7%
13.2%
11.7%
@BrightCultures
Activity: Round 3
What gets in the way?
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Problems
“Without credible communication, and a lot of it,
the hearts and minds of the troops are never captured”
(Kotter, 1995)
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Emotional intelligence
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Mindfulness
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Next steps
What’s your best next step?
Do you need any help?
