? HOW WOULD YOU DESCRIBE YOUR ORGANIZATION’S LEADERSHIP APPROACH?

a. Leaders are born not made. b. There are key leadership behaviors that

can be developed. c. Leadership is about the impact you

have on your followers. d. Leadership is about collaboration,

connection and shared values. e. Something else.

WHAT WE HOPE YOU’LL LEARN:

The characteristics and traits common in effective social leaders.

Emerging competencies that might be important to develop in social leaders in your organization.

The social leadership model and how it meets the challenges of today’s workplace.

DEMOGRAPHIC TSUNAMI BIG DATA

TECHNOLOGY EMPLOYEE ENGAGEMENT

EMPLOYEE TURNOVER AND RETENTION

INFLUENCES, PRESSURES, CHALLENGES

Great Man Theories – leaders are born, not made.

Group Theories – leadership emerges in small group settings.

Trait Theories – there are universal leadership traits that can be

taught and learned.

Behavioral Theories – behavior patterns that results in leadership

success.

Contingency/ Situational – leadership behaviors in specific

situations.

Excellence Theories – the interactions between traits, behaviors,

key situations and group facilitations allow people to lead.

Transactional and Transformational – motivation, alignment

and sometimes values.

Management is doing things right. Leadership is doing the right things.

Peter Drucker

WHAT ARE THE RIGHT THINGS?

What do you need your

leaders to do today?

What WILL you need your

leaders to do tomorrow?

S.W.O.T. ANALYSIS

STRENGTHS: What do we

do well today? Will our

strengths prepare us for

future success?

WEAKNESSES: What do we do

poorly and why? Can we do

LESS of this? What steps must

we take to either improve or

minimize the risks?

OPPORTUNITIES: What are our greatest opportunities for

growth? Are our strengths aligned to take advantage of

them? Do our weaknesses stand in the way?

THREATS: Where are we vulnerable? Are our biggest threats

external or internal? Market-driven or competition? Lack of

talent or not the right talent?

What leadership model is right for your organization?

ENGAGES

STRONG

NETWORKS

SHARING

AND

INFLUENCE

CONTINUOUS

LEARNING

SOCIALLY

LITERATE

FACILITATOR

OF

LEARNING

ENGAGES

STRONG NETWORKS

SHARING AND

INFLUENCE

CONTINUOUS LEARNING

FACILITATOR OF

LEARNING

5 SKILLS TO MASTER AS A

SOCIAL LEADER

SOURCE: TALENTCULTURE.COM

• Recognize non-verbal cues.

• Interact regularly.

• Openly discuss values and

purpose.

• Encourage a community

presence.

• Be authentic.

Pragmatic optimist Defaults to “yes”

Inspirational Co-create value and develop excellence

Forward looking Embrace change by asking “what if…?”

Open minded Solicit views from others

Proactive The first to follow, the first to lead

Trusting The only path to scale is empowerment

Accountable I’ve got it

Generous When celebrating, lead from the back

Authentic Open and honest communication

Collaborative No one of us is as smart as all of us

COMMON TRAITS OF SOCIAL LEADERS

The Pursuit of Social Business Excellence, by Vala Ajshar and Brad W. Martin

A FRAMEWORK FOR SUCCESS

WHAT IS SUCCESS?

HOW DO YOU KNOW?

WHAT ARE THE KEY

COMPETENCIES?

WHAT ARE THE

SUPPORTING BEHAVIORS?

WHAT ARE THE GAPS?

EMERGING COMPETENCIES

FRICTIONLESS

LEARNING

LEVERAGING

TECHNOLOGY

TARGET ALL

LEVELS

FOCUS ON

PERFORMANCE

THE DEVELOPMENT OF SOCIAL LEADERS

COLLABORATION

LEARNING AGILITY

PEOPLE DEVELOPMENT

DIGITIAL LITERACY

GLOBAL CITIZENSHIP

Vision

Interpersonal Skills

Ability To Develop

Others

Intelligence

Character

WHAT IS LEARNING AGILITY?

• Set of behaviors.

• Prepares people to perform well in novel or unfamiliar situations.

• Can be developed and learned to an extent.

Learning agility as a key competency.

What’s next?

How do we prepare leaders,

employees and organizations?

BUILDING AGILE LEARNERS

BIZLIBRARY.COM

FRICTIONLESS LEARNING

reliability

relevance

quality

NEXT GENERATION LEARNING STRATEGIES

Alignment With Organizational

Goals.

Awareness Of Organization’s

Current Learning Culture.

Performance Analysis.

Content Strategy.

Evaluation And Success Criteria.

Marketing And Communication.

LEVERAGE TECHNOLOGY

Training and Development

Communication and Networking

Managing Remote and

Off-site Employees

TARGET MULTIPLE LEVELS

Executive Level

Technical or

Professional

Mid-level

Frontline and New

FOCUS ON PERFORMANCE

Can performance be improved through

training and development or something

else?

What are the strategic

business benefits?

How will we know that

we are successful?

LEARN WHILE YOU WORK

work while you learn • Job rotation.

• Task force or project team.

• Action learning.

• Mentoring.

1. We work in a fast-paced world. What influences and

pressures affect your workplace? Take time to

understand your strengths, weaknesses, opportunities

and threats.

2. By focusing on our leaders we can become more

agile organizations – able to take on whatever

challenges we are faced with.

3. Social leadership development is an emerging model

that focuses on collaboration and values important in

today’s workplace.

KEY POINTS

BIZLIBRARY.COM

COURSE SERIES:

Developing Followers

Developing Yourself as a Leader

Empowering Followers

Target: Leaders

Course Title:

Impedership

Target: Leaders at All Levels

BIZLIBRARY.COM

UPCOMING WEBINARS

www.bizlibrary.com/webinars How to Build a Business Case for Online Employee Training Thursday, Sept 4th 1:00 C / 2:00 E

Onboard, Not Overboard, Accelerating New Hire Training Tuesday, Sept. 9th 1:00 C / 2:00 E

Employee Training – Why Short Video Gets Big Results Tuesday, Sept. 16th 1:00 C / 2:00 E

BIZLIBRARY.COM

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Petry

Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary