One of the things that I got to appreciate quite a bit during the course of the summer vacation I took earlier on this month was having the opportunity for doing plenty of reflective thinking and one of the recurring themes that came up over and over again was that one of Leadership and how the role leadership itself is being transformed, in a now more complex than ever (business) world, thanks to the significant impact of digital technologies. Those of you who have been reading this blog for a while would remember how much of a big fan I am of concepts like Servant Leadership, but there is one type out there that’s been there for a while now and which I am finding rather inspiring in terms of describing the emergence of a different kind of leader: Situational Leadership® (Paul Hersey).
Inspired by Kathy Sierra (Who by the way is now back into the Social Web as serious pony with some stunning blogging coming along as well) I put together, what today, still remains as one of the most popular blog entries over here in this blog: Social Business – Where Bosses and Managers Become Servant Leaders, where I reflected on the changing role of management into leadership in today’s complex world. Fast forward to 2013 and that assessment is probably even now more accurate than ever. I am not sure what you folks would feel about it, but I am starting to think we are witnessing perhaps one the most profound, deep and impactful crisis in Leadership in our entire human history.
If you look into the world today, not just the business world, by the way, but the world in general, you would see how there is a massive crisis in terms of both Management and Leadership. Look around you and see where we are with today’s financial econoclypse, the various different unjustifiable war conflicts, the abundance of corruption and fraud (All the way to the top spheres and across the board!), lack of morals and ethics, the so-called NSA protocol, you name it. If anything, you would probably be able to say that we don’t have much of a world leadership going on at the moment. Quite the contrary. I’m starting to think that we got stuck in that 20th century model of tailorism / management (The Hierarchy) in a world that has clearly demonstrated it cannot longer by managed. It never was. If anything, it can only be facilitated and lead accordingly (The Wirearchy).
Steve Denning all along has been talking about how the business world needs to make that leap of faith and push forward for that transformation of today’s workplace with Radical Management. According to him, we are nowadays experiencing the Golden Age of Management. To me, this is bigger. Much bigger. We are probably witnessing, in the flesh, the perfect storm of how Management is going to transition into Leadership provoked, more than anything else, by that massive disruption of knowledge stocks no longer cutting it and instead transitioning into knowledge flows in order to survive into the 21st century. The scarcity of information for better decision making that used to be in the hands of the few is now transitioning into that massive free flow of information and knowledge that’s helping inspire a new generation of leaders: situational leaders®.
Interestingly enough, situational leadership is not a new concept. It’s been with us for 30 / 40 years already and I am finding it rather intriguing how it’s now making the rounds 30 years later, and well into the 21st century, to describe not only the role of the leader, but also the role of the follower(s). In case you may not be familiar with the concept, here’s a short description of what it is like, taken out from Wikipedia:
“The fundamental underpinning of the situational leadership theory is that there is no single “best” style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity (“the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task”) of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished“
I am pretty sure that after you have read that excerpt the first thought that may have come to your mind would probably have been this one: “Oh, yes, I, too, can certainly be a situational leader (at times)”. In fact, you may as well have been all along a few times without not noticing, right? Whereas if you think about Management the whole equation changes quite a bit. All of us can certainly be situational leaders at some point in time, in a specific context and scenario, but if I were to ask you whether you could be a manager the answer would probably vary. Naturally.
That’s why I am finding all of these conversations around Leadership in today’s interconnected, hyperconnected, smarter world than ever, through digital technologies, more fascinating than anything else. Specially, from the perspective of how every single person out there seems to have an opinion about what leadership should be really all about. So, to that extent, while I was going through that thinking time, I decided that from here onwards I am going to start talking over here, in this blog, about some of my favourite reflections around leadership, that others may have shared across already, and its key paramount role in today’s complex (business) world that I have bumped into over the course of time.
Essentially, what I will try to aim at is to eventually hint, perhaps, a new kind of Leadership. That one that would thrive in an Open Business world. Yes, indeed, you know where I am heading. Just like I have made the transition, earlier in the year, from Social Business into Open Business, from here onwards I will move along with a follow-up transition from Leadership into Open Leadership, where I will try to decipher and reflect, every now and then, how both Servant Leadership and Situational Leadership fit in together in terms of how we need to keep pushing, by challenging the status quo, the traditional hierarchy, understanding that while there may well still be a role for traditional (senior / executive) management out there in today’s corporate environment, we may have run out of steam with it altogether, because as Don Tapscott quoted a while ago: “Business can’t succeed in a world that’s failing“. And we are failing pretty badly right now.
And talking about Don himself, I thought I would go ahead and share over here a short video interview he did recently around “A New Model of Leadership” where he doesn’t quote situational leadership per se, but he gets to describe it pretty well on what it would look like in today’s business world dominated by the Social Web:
And, finally, I thought I would finish this initial blog post on the topic of Open Leadership pointing out another video clip that I bumped into earlier on this year, and that, although a couple of years old already, it provides a very good entry point in terms of what would be the main differences between Managers and Leaders. The video was put together by Scott Williams and lasts for a bit over 5 minutes. It’s totally worth it and I can certainly recommend you go through it to understand how and where the shift needs to start happening, if not already, as we move onwards and transition into a brave new world of uncertainty, perseverance, resilience, coherence and, finally, complexity. Essentially, a more human world:
It has been nearly two weeks since the last post that I put over here in this blog, so I am sure that plenty of you folks out there may have been thinking I have been on holidays, or taking the typical summer break, and that at some point in time I may well be coming back to blogging on a regular basis, along with picking up my external social networking activities. Well, not really. I have just concluded, and be dealt with for good, I hope, what I think is the first time ever in my 13 years of social software exposure what I never thought I would be confronting: a week of denial of the Social Web.
Goodness! That was intense. Indeed, to the point where it nearly broke me apart and made me gave up on the whole thing altogether. Those who know me well, specially, fellow colleagues, know that the last two to three weeks have been incredibly emotional at work and with quite a draining toll that I don’t even have the energy just yet to write about. And those two last weeks of July finally paid off with this last week of denial for the Social Web where I just basically withdrew from the whole thing. And it was painful. Very painful. And it was ugly. Very ugly. With the end result that at the end of the day I just had to bounce back. That’s just what passion does for you, I guess. It lets you go through your odd moments of weakness, so you can do plenty of thinking and reflection on what’s going on with you, your surroundings and whatever else you may be interested or rather passionate about, to then help you re-focus and bring back the phoenix in you, restore the faith, restore the commitment, the urge, the purpose and meaning of wanting to still make a difference and, in a blink, just like it started, that week of denial is just gone. Gone to never return!
Perhaps what kicked off that week of denial was that article I put over here under the heading “Google Plus – Who Owns the Filter Bubble?“, more than anything else, because my last haven for hope for the Social Web out there just vanished into becoming what most social networking tools are nowadays at best: vulgar and ordinary, just to help us continue being stoned with that digital bliss where it seems to be the only model that works is to have you glued to your computing device(s) hitting refresh constantly, so that you wouldn’t miss a single thing happening from what’s delivered to you by those so-called social networking providers that keep claiming they know better than yourself what you need, when they themselves refuse to engage or provide you with support, thinking that, after all, you are just that, the mob. And you know how it goes. We don’t talk to the mob. We just keep it entertained and hooked, so that we can get away with our own agenda(s). Well, I have got news for all of you. Enough is enough. It’s time to wake up, everyone! There is just a whole lot more in life than just being an ignored product of the system. Life is too precious to waste it just like that.
See? The reason why all of these social networking tools are so popular with 2.0 practitioners is not necessarily because of the technology, which is, as I have said above already, rather vulgar, ordinary and miserable, if, as a result of it, your own health is at risk. It’s actually the people who keep dragging us all into the whole thing. Vast majority of practitioners don’t really care what features a social networking tool may well have or not, if the community is there. You stick around because those people who you have built wonderful personal (business) relationships with over the course of time they keep coming back, just like you do. That’s actually one of the reasons why I haven’t been actively sharing content across, but I have been observing how my networks have been interacting during that week, without me, and, interestingly enough, things have changed quite a bit and not sure it’s for the better. But I think I may know why that’s happening, because I am starting to see it at work as well. And it’s not pretty.
A couple of days back, I celebrated my fourth month on the new job as a Lead Social Business Enabler at IBM and it just feels like such a long long time ago already. I guess time flies when you are still having lots of good fun enjoying what you do the most: enabling and helping practitioners adapt to a new way of working where collaboration and knowledge sharing through social technologies take a new meaning by becoming more open, trustworthy, public and transparent. Essentially, more effective and productive at the same time by understanding that the corporate world is no longer ruled by the scarcity of knowledge stocks but by the abundance of knowledge flows through multiple social networks.
The thing is though that, while I have been getting more and more involved with the new job, where scalability has taken a new meaning for me, I have had a chance to witness, and experienced fully!, how the 2.0 bubble I may have lived in for the last 6 to 8 years may have already burst. For good. Why? Well, for multiple different reasons that I am going to be blogging about over the course of time, but mainly because of a single one to kick things off: knowledge workers are no longer allowed to Play, Learn, Work, as my good friend, Harold Jarche blogged about beautifully just recently. No, they are not. They are just told, advised, and encouraged to just carry on their work into exhaustion, as if they were androids. And what would you expect they would do? Indeed, they have, eventually, become commoditised robotic entities that do their work and once those resources are no longer deemed helpful or relevant they are easily disposed of.
It’s certainly, extremely worrying, how all of that passion, enthusiasm, energy, and huge effort by early adopters and first thinkers on helping set the stage, act as pathfinders, provide the initial roads to get started with that wonderful journey of becoming a Social / Open Business are now things of the past. That’s what I have been noticing these past few days while going through that stage of denial of the Social Web. You see? People nowadays are just putting check marks on their massively ever growing to-do lists that they have tweeted, plussed, facebooked, linkedined and what not, so that they can move back into their real work: the one that doesn’t require critical, constructive thinking, engaging, conversing, caring, or helping others and so forth for that matter. Essentially, people are back to what has gotten them to the stage of being androids: their meetings and email Inboxes. Those wonderful hide-out places where you can just get by, good enough, pretending you are working, when you know you aren’t. But, hey, that’s what your boss wants you to do, right? Why change? Why bother? Why trying to look for new, better, more effective ways of working if your boss and your senior management / leadership team(s) keep accumulating fatter and fatter bonuses anyway? You know, you are just sitting inside of your own little mental cubicle, your own comfort zone, that one that doesn’t require you to think much in order to go through 12 to 14 hours of hard automated work each day for who knows what business value.
It’s really interesting to see what you get to learn when you start questioning everything you have believed in over the course of the last 13 years, in this case, for me, around social networking, but even more interesting when instead of going into broadcasting mode, that is, that industrialisation of your social activities, just like everyone else is doing, you decide to pause and reflect and see how people really interact. Don’t worry, you won’t have to look into it with much detail. Actually, people just don’t interact anymore. They post whatever they have been told they need to share across, or, even better, they scheduled it all, so that they don’t have to leave their Inboxes and really important meetings, then they place the check marks on their to-do lists and the whole thing dies. Right there. But, you know, that’s all right, because they have done their work already, that is, put a check mark in their lovely spreadsheet, so that it all shows lovely green even though no-one else would be looking into it anyway.
You see? This is what’s happening right now. And not just externally, but also internally, behind the firewall, with all of those Enterprise Social Networking tools and across the corporate world. We have defaulted to stop learning, to stop with all the play and, eventually, we have stopped to do our real work more effectively (The work we are truly passionate about), when we all know we can deliver and so much more, but, yet, we don’t, because we no longer feel engaged employees anymore and our managers, bosses and senior leadership teams are right there ready to remind us through our monthly paychecks and bonuses what happens when you are not heads down supposedly.
Exhaustion and overwork, but, specially, fear (I will be blogging plenty more about this one, not to worry), are not helping people go out and play with other fellow social networkers, in order to promote and engage on meaningful conversations to get work done. Instead, people just keep putting on more and more hours of work, just because they want to keep up with those extra work pressures that have been imposed on them, as they wouldn’t want to lag behind their colleagues. See the trend? It gets better. Managers and senior leadership only care about how much money you have made for them today. Anything else is redundant and they will keep reminding you of it, in case you didn’t deliver the fat bonuses to their front door. So when they come to you telling you you need to be social they all make it look like it is, yet again, another spreadsheet to fill-in, put the checkmarks in place and move on. It’s easier to manage individuals as exhausted and overworked androids than to treasure and nurture powerful networks that thrive in free flows of knowledge where the hierarchy is no longer the one that calls the shots anymore. You need to earn both the merit and your reputation with total strangers. Every day. Every single day of the year. Year in, year out. And that’s pretty though, you know, specially, when you are not used to. So what do you do?
Very simple. The same good old thing you have been doing all along, except that at the moment you have got a new spreadsheet with a bunch of to-dos where it says “Be social or else. Spread around my own messages, so I don’t have to do the homework. Represent the brand according to the corporate branding guidelines, never mind your own personal brand, we don’t care, and, above all, ensure our customers know about our same good old messages, because we still know more than they do“. Whoahhh! I know! That’s what I keep seeing, more often than not, when I hang out on both internal and external social networking tools nowadays as I watch, learn and observe how people pretend to interact on the Social Web.
My goodness! Where did we go wrong?!?! How could we possibly waste 6 to 8 years of some wonderfully inspiring 2.0 thought leadership that we knew was going to change the business world for good? Where did we get off the train? Why have we stopped this absolutely inspirational journey to go out there and keep making a difference? And instead go back right into our comfort zones, our spreadsheets, meetings and email, where little thinking is required and minimum action is encouraged so managing things still is relatively easy.
Exactly, that’s why I needed to finish off with my own week in denial of the Social Web. That’s why I needed, I wanted it!, to bounce back. I had enough of it. It was just killing me to witness how all around me, both inside and, most worryingly outside!, over the course of the last three weeks, I have spent far too much time experiencing what that exhaustive, overworked, under pressured work mentality can do to the corporate world. To all of us, me included. And, in essence, it’s managing to do one thing very well: kill all of our passion, all of our critical thinking skills, because we just want to fit in, all of our motivation and purpose to want to do interesting and relevant things, and, eventually, become, at long last, an engaged employee.
That’s why instead of giving up on it altogether and move on with the flow (with that rather dangerous inertia of just wanting to blend in, not being noticed) I decided, over the weakend (while I have been on full recovery mode from some rather exhaustive and emotional work experiences through multiple interactions with the business 1.0 world, but equally inspiring and rather thought provoking – I am really looking forward to blog some more about) to … bounce back!
To keep up the fight. Because, amongst several other things, there can be no resilience without transformation. And this is what it is all about, folks: transformation and our ability to shake up everything we have been experiencing and living over the course of the last 150 years and realise that in order for us, knowledge workers, to survive in today’s corporate environment, the sooner we adapt to living the values and philosophy of Social / Open Business and how they apply to how we work, the sooner we will finally transform not only the way we work, but also the way we live. And that’s just so important.
Why? Well, because since a few years back it’s a matter of our own mere survival: that one of the Knowledge Web Worker, finally, fully embracing that digital transformation we all keep talking about, but that we keep seeing slipping away from our fingers time and time again, because we refuse to change.
Change is hard, I think we all know that, but it’s now time to take a new grip. And don’t let go. Play, Learn and Work like you have never done before! It has always been part of our human nature, an integral part of who we are, so we might as well awaken ourselves and embrace what’s inevitable: our very own human digital transformation.
Boy, I am game. And you?
If a couple of days ago I was talking about job satisfaction, about happiness at work, that is, Arbejdsglæde, I think I am now ready to take things into the next level and declare, out loud and clear, how we may be running through that particular point in time where it may well be a good thing now to come to terms with the fact that you, too, will fail to have a great career. Get over it. Move on. Shocking, don’t you think? Well, what would you do about it? Keep trying? Really hard? Or give up on it altogether and be at the mercy of a world of mediocrity?
That’s pretty much the wonderfully inspiring proposition from Professor Larry Smith, at University of Waterloo in Canada, that he presented at a TEDx UW Talk event back in 2011 and which, funny enough, seems to be making the rounds out there on the Social Web at the moment, two years later. Specially, after this particularly inspiring Forbes article interview, where he talked extensively about his speech and what he actually meant with it. Quite a thought provoking read, just as much as the TEDx event with some rather witty and smart quotes, like this one:
“Find and use your passion and you’ll have a great career. Don’t do it, you won’t. It’s as simple as that. People don’t look for their passion because they haven’t tasted it. If you’ve never tasted what it’s like to get up in the morning and be pleased to go to work, you don’t know what you’re missing“
Or this other one, which pretty much nails it for me at this point in time for my own career:
“Get out doors. Do it all. Talk to as many different people as you can. Read as much different stuff as you can. Go out and see things—industrial tours, museums, walk on the street and look at what you see. Plug yourself into the whole array of human experiences. Don’t do one of them. Do all of them. And if you do, how can you not find something that you can’t stop thinking about? Read things outside of a narrow band of books, talk to people outside of a narrow band of a few friends“
Yes, indeed, curiosity can be such a wonderful thing! But even more, curiosity, inspired by serendipity, is just unstoppable. It’s that glue that makes magic happen, specially, on the Social Web. And that’s essentially, in a nutshell, one the main reasons why over 13 years ago I turned into social networks and social networking tools: curiosity, serendipity and passion.
Absolutely! That’s the whole point behind the 15 minute long presentation from Prof. Smith, where if there is a single reason out there that would be solely responsible for your failure to have a great career is, amongst several other things, that potential lack of passion in what you do. Followed behind, very closely, but that constant fear of failing, of learning (and wanting to learn even some more!), of trying. You name it. Actually, he *does* that for you enumerating plenty of the several reasons as to why we can’t keep advancing forward in our careers due to that lack of passion.
Interestingly enough, this is not the first time (Nor the last one for that matter, I am sure!) I get to talk about over here, in this blog, about the whole topic around passion, specially, in the Social Era of Open Business. And I am not going to be the only one either talking about the huge impact of bringing in your passion for what you do at work. We have seen how it’s an integral part of what drives social networks (Specifically, for that inner urge of connecting with other passionate believers to share and learn about that common interest). We have seen how it’s going to be one of the major key drivers of the future of work, as my good friend, Ross Dawson, brilliantly blogged about, just recently. We have seen how it transforms people’s lives to levels no other human trait is capable of accomplishing over the course of time. And the list goes on and on and on…
But if there is a particular aspect about it that I really enjoy in terms of how it describes the way I see passion myself, specially, in the context of the Social Web and work, in general, is the brilliant dissertation shared across a little while ago by my good friend John Hagel under the rather suggestive title of “Exploring Passion – what kind of passion do you have?“, which he then developed further in a short speech that can be found over here and which culminated on another TEDx event (WestLake) that I thought would be worth while sharing across over here as well in this article. Yes, it’s that good and I just couldn’t help embedding it below as we speak:
John gets to talk about how passion and engagement are not the same thing. He gets to describe four different passions that pretty much drive our interactions. To name:
- “Passion of the fan
- Passion of the player
- Passion of the true believer
- Passion of the explorer”
I am sure that at this point in time you are all thinking about what kind of passion do you have and whether that would translate into what you bring to work. Or not. So I will leave you to read all of the various different descriptions for each and everyone of them that he talks about, and I would include over here, in this article, the one that I think is driving most of what I do: the passion of the explorer. And here is why:
“The explorer commits to a domain, usually one that is broadly defined, and is excited about the prospect of making a growing impact in the domain over a long period of time, often a life-time. But here’s a key difference relative to the true believer. The explorer has no idea where they will end up and they have little sense of the long-term path they will pursue. That’s part of their excitement, they get to carve out their own path as they go and they get to be surprised about where it leads“
To then pretty much state, loud and clear, what passion to those explorers really means in terms of how things work for them:
“Explorers also reach out to connect with others. They are constantly seeking new challenges that will test them and help them to make an increasing impact in their domain. As a result, they’re always seeking others who either share their passion or who have some expertise that’s relevant to the challenges they are confronting“
And there you have it… After having watched both inspiring speeches I am starting to think that I might as well fail to have a great career in the long run, after all, but, then again, for as long as that passion of the explorer keeps driving my core beliefs and inspiring my day to day interactions for what I truly believe in the area of Open Business, that is, I know I may be experiencing moments of weakness, here and there, where one would be inclined to head out through the easy way. But then again, let’s not forget, we are here for the long journey, for the experience, for embarking on that constant learning curve where you will not know, ever, where you will end up, nor that you would care much about it either. Essentially, you have come to terms with the fact that you are just planting the seeds for a harvest that will be collected afterwards. After you are long gone, but, to you, it’s that kind of sacrifice you are willing to make: because their success will be your success.
And it all starts with passion. Your passion.